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Recruitment, Selection and Retention

Assignment A
1. Job analysis is basically a process of data collection, Discuss. Also
point out the sources of job information, and the seven basic areas in
which job analysis provides information.
A.1: A job analysis is the process used to collect information about the duties,
responsibilities, necessary skills, outcomes, and work environment of a particular
job. You need as much data as possible to put together a job description, which
is the frequent outcome of the job analysis. Additional outcomes include
recruiting plans, position postings and advertisements, and performance
development planning within your performance management system.
The job analysis may include these activities:

reviewing the job responsibilities of current employees,

doing Internet research and viewing sample job descriptions online or


offline highlighting similar jobs,
analyzing the work duties, tasks, and responsibilities that need to be

accomplished by the employee filling the position,

researching and sharing with other companies that have similar jobs,

Articulation of the most important outcomes or contributions needed from


the position.
Job Analysis should collect information on the following areas:

Duties and Tasks The basic unit of a job is the performance of specific
tasks and duties. Information to be collected about these items may
include: frequency, duration, effort, skill, complexity, equipment, standards,
etc.

Environment This may have a significant impact on the physical


requirements to be able to perform a job. The work environment may
include unpleasant conditions such as offensive odors and temperature
extremes. There may also be definite risks to the incumbent such as

noxious fumes, radioactive substances, hostile and aggressive people,


and dangerous explosives.

Tools and Equipment Some duties and tasks are performed using
specific equipment and tools. Equipment may include protective clothing.
These items need to be specified in a Job Analysis.

Relationships Supervision given and received. Relationships with internal


or external people.

Requirements The knowledge, skills, and abilities (KSA's) required to


perform the job. While an incumbent may have higher KSA's than those
required for the job, a Job Analysis typically only states the minimum
requirements to perform the job.

2. Job description and job specification are the twin products of job
analysis. Discuss. Also point out the process of job description.
Ans: Job analysis is the combination of job descriptions and job specifications.
For simplification purposes, "specifications" are the skills and background
necessary to perform the responsibilities of the job. Since specifications are often
a matter of conjecture and/or judgment, it is often advised that they not be listed
on a job description and, if they are, that they have been determined by more
than one person with the help of a professional analyst.
A job specification describes the knowledge, skills, education, experience, and
abilities you believe are essential to performing a particular job. The job
specification is developed from the job analysis. Ideally, also developed from a
detailed job description, the job specification describes the person we want to
hire for a particular job.
(An example is pertinent: Too often we've seen "Bachelor's Degree required"
written on a job description, and just as often a bachelor's degree is not
necessary to do the job. However, three years' experience in the particular
position may indeed be necessary. Even then we suggest that the specification
be listed as "3-5 years experience required." Always leave yourself "working
room." The former, i.e., B.A., may be "discriminatory;" the latter is acceptable.)

Job descriptions are written statements that describe the duties, responsibilities,
most important contributions and outcomes needed from a position, required
qualifications of candidates, and the reporting relationship of a particular job. Job
descriptions are based on objective information obtained through job analysis, an
understanding of the competencies and skills required to accomplish needed
tasks, and the needs of the organization to produce work.
A job description is "simply" a list of responsibilities and functions that are
required in a particular position. (Job descriptions are often called position
descriptions, and more appropriately so because like jobs can be combined into
one description, i.e., clerk, secretary, executive secretary.) Each responsibility
should start with a verb which describes the activity. These verbs should be
"standardized" or understood by those using the descriptions and the person
doing the job.
Job descriptions clearly identify and spell out the responsibilities of a specific job.
Job descriptions also include information about working conditions, tools,
equipment used, knowledge and skills needed, and relationships with other
positions.
Steps to Develop Job Descriptions

Gather the appropriate people for the task. The manager to whom the
position will report takes the lead to develop a job description, but other
employees who are performing similar jobs can contribute to the development
of the job description. Additionally, if the position is new and will relieve current
employees of work load, they should be part of the discussion. A first position?
The manager or company owner can develop the job description on his or her
own.
Perform a job analysis. We need as much data as possible to develop a
job description. The job analysis may include:

the job responsibilities of current employees,


Internet research and sample job descriptions online or
offline highlighting similar jobs,
an analysis of the work duties, tasks, and responsibilities
that need to be accomplished by the employee filling the
position,
research and sharing with other companies that have similar
jobs, and

articulation of the most important outcomes or contributions


needed from the position.

The more information we can gather, the easier the actual task to develop the
job description will be.

Write the job description. The company may have a format for job
descriptions so check with Human Resources. Often, however, all Human
Resources expects is a list of the responsibilities and they prefer to develop
the final format congruent with job descriptions across the company.
These are the normal components of the job description:
Overall position description with general areas of
responsibility listed,
Essential functions of the job described with a couple of
examples of each,
Required knowledge, skills, and abilities,
Required education and experience,
A description of the physical demands, and
A description of the work environment.
The company and their process may vary, but these components give the
employee clear direction.

Review the job description periodically to make sure it accurately


reflects what the employee is doing and your expectations of results from the
employee.

Use the job description as a basis for the employee development


plan (PDP) An employee's job description is integral in the development of his
or her quarterly employee development plan.

An effective job description establishes a base so that an employee can clearly


understand what they need to develop personally, and contribute within your
organization. Develop job descriptions to provide employees with a compass and
clear direction.

3. Do you agree that job specification is the statement of minimum


acceptable human qualities necessary to perform a job properly? Yes or
no, why? Also throw light on the contents of job specification for the posts
of HR Manager to be recruited in an organization employing 5000
employees.
A.3 No I dont agree with this. Infect Job specification summarizes the human
characteristics needed for satisfactory job completion. It tries to describe the key
qualifications someone needs to perform the job successfully. It spells out the

important attributes of the person in terms of education experience and skills


knowledge and ability to perform a particular job.
In other words it is a statement of employees characteristics and qualifications
required for satisfactory performance of defined duties and tasks comprising a
specific job or function. Therefore we cant say that job specification is the
statement of minimum qualities, infect it is the statement of maximum quality that
one needed.
The Human Resources Manager guides and manages the overall provision of
Human Resources services, policies, and programs for the entire company. The
major areas to manage are:

recruiting and staffing;


organizational and space planning;
performance management and improvement systems;
organization development;
employment and compliance to regulatory concerns;
employee orientation, development, and training;
policy development and documentation;
employee relations;
company-wide committee facilitation;
company employee and community communication;
compensation and benefits administration;
employee safety, welfare, wellness and health;
charitable giving; and
Employee services and counseling.

The Human Resources Manager coordinates implementation of services,


policies, and programs through Human Resources staff; reports to the director
and serves on the executive management team; and assists and advises
company executives about Human Resources issues.
Primary Objectives:

Safety of the workforce.


Development of a superior workforce.
Development of the Human Resources department.
Development of an employee-oriented company culture that emphasizes
quality, continuous improvement, and high performance.
Personal ongoing development.

4. Identify the main stages in the process of selection, especially if the


candidates have to be selected for the posts of Vice President (HR) and Sr.
Vice President (HR).
A.4 Selection involves the series of steps by which the candidates are screened
for choosing the most suitable persons for vacant posts. the basic purpose of

selection process is to choose the right candidate to fill the various positions in
the organization.
There are different stages in selection especially for the post of higher rank like
Vice president HR and Sr Vice President Hr.
1. Response to vacancy: in this stage vacancy for the post arises in the
company when some one resign or a new post is created in the company.
2. Job analysis: In Job analysis the main task is to analysis the particular job
and analysis the responsibility and to target the right person for the right job.
3. Employment terms: in this stage the main task is to define the terms and
conditions of employment and define the responsibility as well as discuss the
reward program.
4. Communicate Vacancy: To target the candidate. Where to target and to
whom target. Whether to declare the vacancy openly or just do it internally
mostly for the senior position they do it internally.
5. Process applications: They start the recruitment procedure in this stage.
They documented the whole procedure and start the procedure.
6. Carry out selection programme: Organize the interview date and panel for
interview. Review the candidates documents and his records.
7. Make job offer(s) and finalize contract: Make the offer to right candidate
and offer the job and give the feedback to rejected candidates.
8. Evaluate effectiveness of: Evaluate the effectiveness of the selection
process and evaluate the validity reliability and utility.
5 In the present era of information technology, the role of internet in
recruitment hardly needs any elaboration. Justify the statement.
Ans: The buzzword and the latest trends in recruitment is the E-Recruitment.
Also known as Online recruitment, it is the use of technology or the web based
tools to assist the recruitment processes. The tool can be either a job website like
naukri.com, the organizations corporate web site or its own intranet. Many big
and small organizations are using Internet as a source of recruitment. They
advertise job vacancies through worldwide web. The job seekers send their
applications or curriculum vitae (CV) through an e-mail using the Internet.
Alternatively job seekers place their CVs in worldwide web, which can be drawn
by prospective employees depending upon their requirements.
The internet penetration in India is increasing and has tremendous potential.
According to a study by NASSCOM Jobs is among the top reasons why new
users will come on to the internet, besides e-mail. There are more than 18
million rsums floating online across the world.
The two kinds of e-recruitment that an organization can use is

Job portals i.e. posting the position with the job description and the job
specification on the job portal and also searching for the suitable resumes posted
on the site corresponding to the opening in the organisation.
Creating a complete online recruitment/application section in the companies own
website. - Companies have added an application system to its website, where
the passive job seekers can submit their resumes into the database of the
organisation for consideration in future, as and when the roles become available.
Resume Scanners: Resume scanner is one major benefit provided by the job
portals to the organisations. It enables the employees to screen and filter the
resumes through pre-defined criterias and requirements (skills, qualifications,
experience, payroll etc.) of the job.
Job sites provide a 24*7 access to the database of the resumes to the
employees facilitating the just-in-time hiring by the organisations. Also, the jobs
can be posted on the site almost immediately and is also cheaper than
advertising in the employment newspapers. Sometimes companies can get
valuable references through the passers-by applicants. Online recruitment
helps the organisations to automate the recruitment process, save their time and
costs on recruitments.
Online recruitment techniques

Giving a detailed job description and job specifications in the job postings
to attract candidates with the right skill sets and qualifications at the first
stage.

E-recruitment should be incorporated into the overall recruitment strategy


of the organisation.
A well defined and structured applicant tracking system should be
integrated and the system should have a back-end support.
Along with the back-office support a comprehensive website to receive
and process job applications (through direct or online advertising) should
be developed.

There are many benefits both to the employers and the job seekers but the erecruitment is not free from a few shortcomings. Some of the advantages and the
disadvantages of e-recruitment are as follows:
Advantages of E-Recruitment are:
Lower costs to the organisation. Also, posting jobs online is cheaper than
advertising in the newspapers.
No intermediaries.
Reduction in the time for recruitment (over 65 percent of the hiring time).
Facilitates the recruitment of right type of people with the required skills.

Improved efficiency of recruitment process.


Gives a 24*7 access to an online collection of resumes.
Online recruitment helps the organisations to weed out the unqualified
candidates in an automated way.
Recruitment websites also provide valuable data and information
regarding the compensation offered by the competitors etc. which helps
the HR managers to take various HR decisions like promotions, salary
trends in industry etc.
Disadvantages of E-Recruitment
Apart from the various benefits, e-recruitment has its own share of shortcomings
and disadvantages. Some of them are:

Screening and checking the skill mapping and authenticity of million of


resumes is a problem and time consuming exercise for organisations.

There is low Internet penetration and no access and lack of awareness of


internet in many locations across India.
Organisations cannot be dependant solely and totally on the online
recruitment methods.

In India, the employers and the employees still prefer a face-to-face interaction
rather than sending e-mails. Most employers realize that modern recruitment is
going beyond the remit of a traditional HR function. "The internet has become an
important recruitment tool for all employers regardless of their size."
Therefore, to conclude, it can be said that e-recruitment is the Evolving face of
recruitment.

Assignment B

Marks 10
Answer all questions.
1. Interviews are the most used, misused and abused tool in the process
of selection. Discuss. Also point out the methods of interviewing.
A.1 Yes, it is true that interviews are the most used, misused and abused tool in
the process of selection. When an interviewer is taking the interview, it depends
on his mood also. If he is in a good mood then he can be very friendly but if he is
not in good mood then he can be very irritating also. In the process of selection
interview is one of the most used tools also. There are several rounds in the
interview to assess the candidate and to know him. Interview is also misused
when recruiter selects the candidate on the basis of their personal like or dislike
and not on their merit or demerit.
Interview Methods
Unstructured Interviews Here the interview is a conversation with no prepared
questions or predetermined line of investigation. However, the interviewer should
explain:
the purpose of the study is and
the particular focus of this interview
The roles and the purposes give structure. The interviewer generally uses a
questioning strategy to explore the work the job holder performs. Listening and
taking notes are very important. These enable follow up questions to be posed.
The questions and responses - with summaries enable the interview to be
controlled. The conversation takes on a structure with areas being considered,
explored, related to each other and revisited to secure the depth of information
required in job analysis.
An unstructured interview involves question and response and may be free
flowing but it becomes structured in the sense that the interviewer has a purpose
and needs skill to

establish a relationship
ask well-structured questions to generate a conversational flow in which
the interviewee offers information - factual, opinion, subjective and
objective about aspects of the job
to ensure information recieved is heard and understood - listening,
clarifying and reflective summarising

Effective listening requires concentration and this can be disturbed by


interruptions, the interviewer's own thought processes and dificulty in remaining
neutral about what is being said. Notes need to be taken without loss of good eye
contact. Cues need to be picked up so that further questions can be asked to
probe issues and areas of interest.

Structured Interviews A structured interview may assume a definite format


involving:

charting a job-holder's sequence of activities in performance


an inventory or questionnaire may be used

Care is needed to set up such interactions. A specialist analyst is not involved


and participants need to know what they are doing, why and what is expected as
a result. They may be entrained as interviewers and not structure the interview
as recommended. Notes and records may be needed for subsequent analysis.
A structured interview may be akin to a staff appraisal or job evaluation interview
carried out by a manager with a subordinate. The manager is the analyst.
2. What is meant by Retention Management? Also discuss in brief, the
steps that need to be taken to retain people in the organization.
Ans: The task of managing employees can be understood as a three stage
process:
1. Identify the cost of employee turnover.
2. Understand why employee leave.
3. Implement retention strategies.
Identify the cost of employee turnover:
The organizations should start with identifying the employee turnover rates within
a particular time period and benchmark it with the competitor organizations. This
will help in assessing the whether the employee retention rates are healthy in the
company. Secondly, the cost of employee turnover can be calculated. According
to a survey, on an average, attrition costs companies 18 months salary for each
manager or professional who leaves, and 6 months pay for each hourly
employee who leaves. This amounts to major organizational and financial stress,
considering that one out of every three employees plans to leave his or her job in
the next two years.
Understand why employees leave:
Why employees leave often puzzles top management. Exit interviews are an
ideal way of recording and analyzing the factors that have led employees to
leave the organization. They allow an organization to understand the reasons for
leaving and underlying issues. However employees never provide appropriate
response to the asked questions. So an impartial person should be appointed
with whom the employees feel comfortable in expressing their opinions.
Implement retention strategy:
Once the causes of attrition are found, a strategy is to be implemented so as to
reduce employee turnover. The most effective strategy is to adopt a holistic
approach to dealing with attrition. An effective retention strategy will seek to
ensure:

Attraction and recruitment strategies enable selection of the right


candidate for each role/organization

New employees initial experiences of the organization are positive


Appropriate development opportunities are available to employees, and
that they are kept aware of their likely career path with the organization
The organizations reward strategy reflects the employee drivers.
The leaving process is managed effectively.

The basic practices which should be kept in mind in the employee retention
strategies are:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the
organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work and have fun.
These practices can be categorized in 3 levels: Low, medium and high level.

3. Short notes on any three of the following:


A) FIRO-B: Fundamental Interpersonal Relations Orientation (FIRO) is a
theory of interpersonal relations, introduced by William Schutz in 1958. This
theory mainly explains the interpersonal underworld of a small group. The Theory
is based on the belief that when people get together in a group, there are three
main interpersonal needs they are looking to obtain - affection/openness, control
and inclusion. Schutz developed a measuring instrument that contains six scales
of nine-item questions that he called FIRO-B. This technique was created to
measure or control how group members feel when it comes to inclusion, control,
and affection/openness or to be able to get feedback from people in a group.
B) Designing performance appraisal system.
Process of Performance Appraisal:
ESTABLISHING PERFORMANCE STANDARDS
The first step in the process of performance appraisal is the setting up of the
standards which will be used to as the base to compare the actual performance
of the employees. This step requires setting the criteria to judge the performance
of the employees as successful or unsuccessful and the degrees of their

contribution to the organizational goals and objectives. The standards set should
be clear, easily understandable and in measurable terms. In case the
performance of the employee cannot be measured, great care should be taken to
describe the standards.
COMMUNICATING THE STANDARDS
Once set, it is the responsibility of the management to communicate the
standards to all the employees of the organization. The employees should be
informed and the standards should be clearly explained to the. This will help
them to understand their roles and to know what exactly is expected from them.
The standards should also be communicated to the appraisers or the evaluators
and if required, the standards can also be modified at this stage itself according
to the relevant feedback from the employees or the evaluators.

MEASURING THE ACTUAL PERFORMANCE


The most difficult part of the Performance appraisal process is measuring the
actual performance of the employees that is the work done by the employees
during the specified period of time. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires the careful
selection of the appropriate techniques of measurement, taking care that
personal bias does not affect the outcome of the process and providing
assistance rather than interfering in an employees work.
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

The actual performance is compared with the desired or the standard


performance. The comparison tells the deviations in the performance of the
employees from the standards set. The result can show the actual performance
being more than the desired performance or, the actual performance being less
than the desired performance depicting a negative deviation in the organizational
performance. It includes recalling, evaluating and analysis of data related to the
employees performance.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees
on one-to-one basis. The focus of this discussion is on communication and
listening. The results, the problems and the possible solutions are discussed with
the aim of problem solving and reaching consensus. The feedback should be
given with a positive attitude as this can have an effect on the employees future
performance. The purpose of the meeting should be to solve the problems faced
and motivate the employees to perform better.
DECISION MAKING
The last step of the process is to take decisions which can be taken either to
improve the performance of the employees, take the required corrective actions,
or the related HR decisions like rewards, promotions, demotions, transfers etc.
C) Application Blank: An application for employment, job application,
or application form (often simply called an application) is a form or collection of
forms that an individual seeking employment, called an applicant, must fill out as
part of the process of informing an employer of the applicant's availability and
desire to be employed, and persuading the employer to offer the applicant
employment. From the employer's perspective, the application serves a number
of purposes. These vary depending on the nature of the job and the preferences
of the person responsible for hiring, as "each organization should have an
application form that reflects its own environment".[1] At a minimum, an
application usually requires the applicant to provide information sufficient to
demonstrate that he or she is legally permitted to be employed. The typical
application also requires the applicant to provide information regarding
relevant skills, education, and previous employment. The application itself is a
minor test of the applicant's literacy, penmanship, and communication skills - a
careless job applicant might disqualify themselves with a poorly-filled out
application.
The application may also require the applicant to disclose any criminal record,
and to provide information sufficient to enable the employer to conduct an
appropriate background check. For a business that employs workers on a parttime basis, the application may inquire as to the applicant's specific times and

days of availability, and preferences in this regard. It is important to note,


however, that an employer may be prohibited from asking applicants about
characteristics that are not relevant to the job, such as their political view or
sexual orientation.

4. Case study: Please read the case study given below and answer
questions given at the end.
CASE STUDY
Growing Minds, Inc. is a national chain of retail outlets specializing in creative
toys and innovative learning materials for children. The company caters to the
upper end of the market and focuses on customer service for a competitive
advantage. It provides workshops for parents and children on topic such as
learning with the computer and indoor gardening and offers crafts classes
ranging from papier-mch to pottery.
Growing Minds plans to expand and to open five new retail outlets in the coming
quarter. This may mean up to 200 new hires, and the executive team wants to
make sure that the best propel are hired and retained. It has issued a challenge
to its retail management personnel to design a staffing process that will
accomplish these goals.
The childrens market in which Growing Minds operates demands service
personnel who are endlessly patient; knowledgeable about children, toys, and
learning; and, perhaps most important, sociable, enthusiastic, and engaging.
Excellent customer service is the top priority at Growing Minds, and obtaining the
desired performance from personnel has meant a major investment in training.
Unfortunately, new workers often leave within a year of being hired. This means
that the company barely gets an adequate return of the training it has invested in
its new hires. Apparently, turnover is due (at least in part) to the demanding
nature of the job. Recently, Growing Minds has been emphasizing the
establishment of work teams to improve the quality of its services, identify and fix
any problems in service delivery, and brainstorm new opportunities. This
approach has yielded better-than-anticipated results, so the team concept will be
central to the new outlets.
Questions:
1. How can Growing Minds attract the best applicants for job at its new
retail outlets? On what groups, if any, should the companys
recruiting efforts focus? How should the recruiting be done?
A.1 Growing Mind can attract the best applicant through proper advertisement
about the requirement. They should focus on the female employees and the

age group of above 35 because they will be patient with the children and have
that experience to deal with children. They can recruit the employee by giving
a situation test to them and analyzing them. They can also go with man with a
age group of above 40. They have that analytical skill to deal with parents of
all age group.
2. How should Growing Minds select the best candidates? What type of
characteristics and measures should be used? Why?
A.2 Growing mind can select the best candidate by giving the situation and by
analyzing them. They need the people with cool temperament, patient with
children and soft spoken also. These qualities are very important in service
industry especially with children.
3. How might Growing Minds address its retention problem?
A.3 They should take the problem one by one and have to select the best
pool of candidates for the company. They can select the people above 40 or
45 who can devote the time and will give their 100%.
4. How might Growing Minds socialize its employees so that they are
attuned to the firms culture and plans for the future?
A.4 Growing mind can socialize its employee by giving them a chance to visit
the customers home in a group. They can go to customers home to discuss
the problem their children are facing. They can ask them to bring their own
children to the company once in a weak to get to know the environment.

Assignment C
1. Once job analysis is conducted, the data reviewed is:
(a) Job Description
(b) Job enlargement
(c) Job enrichment
(d) Downsizing
2. Which is not true regarding job analysis?
(a) It is a process of data collection
(b) It is a procedure through which facts are gathered for each job
(c) Information about the job is systematically discovered & noted
(d) It is a process of data dissemination
3. Job description does not consist of :
(a) Job summary
(b) Job evaluation
(c) Hazards involved
(d) Pay
4. Who of the following is not the source of job information in connection with
job analysis?
(a) Job holders
(b) Independent observers
(c) Interviews
(d) Pay Commission
5. Which is not true?
(a) HR planning is helpful in detailing the numbers and kind of personnel
required.
(b) It spells out the qualification, skills and expertise of personnel required in all
organizations.
(c) It gives lead time for recruitment, selection, training and development of
personnel.
(d) HR planning integrates the employees into the organization.
6. Which of the following is not a stage of the process of HR planning?
(a) Identifying objectives
(b) Developing manpower
(c) Assessing Business Plan
(d) Manpower audit

7. Which of the following is not the quantitative method of forecasting HR


demand?
(a) Moving Average
(b) Exponential smoothing
(c) Delphi Technique
(d) Trend projections
8. Which of the following is not involved in work-load analysis?
(a) Demand analysis
(b) Establishing work standards
(c) Nature and composition of existing workforce
(d) Turnover rate of employees
9. Which of the following is not a quantitative method of forecasting HR demand?
(a) Nominal Group Technique
(b) Simulations
(d) Regression
(e) Probability Matrixes
10. Requirement is not:
(a) The process of searching for prospective candidates and stimulating them to
apply for job in the organization.
(b) Attracting lot of potential for the company
(c) A positive concept
(d) Selecting the best candidate
11. Which of the following is not a stage in the process of selection?
(a) Advertisement
(b) Initial contract
(c) Screening
(d) Physical Examination
12. Which is not a Psuedo way of selecting applicant?
(a) Astrology
(b) Phrenology
(c) Graphology
(d) Ecology
13. Which of the following is not a psychometric test?
(a) TAT
(b) MAT
(C) MBTI
(d) FIRO-B

14. Which of the following is not a psychological test?


(a) Intelligence Test
(b) Written Test
(c) Objective Test
(d) Situation Test
15. Which of the following statement with regard to scientific methods of
selection is not true?
(a) Scientific methods of selection reduce cost of selection, training &
development.
(b) Scientific methods of selection reduce the need of interviewing the
candidates.
(c) Scientific methods of selection boosts the image of the organization in the
external environment.
(d) Scientific methods of selection reduce cost of counselling and coaching.
16. Which of the following information is not sought through the Application
Blank?
(a) Identifying information
(b) Job contents
(c) Education
(d) Physical Characteristics
17. Psychological tests are not used in the field of :
(a) Placement of personnel
(b) Performance appraisal
(c) Testing an individuals socialibility.
(d) Selection of personnel
18. Which of the following is not an approach to staffing in International Human
Resource Management?
(a) Ethnocentric approach
(b) Multi-specific approach
(c) Polycentric Approach
(d) Geocentric Approach
19. In the paired comparison technique of performance appraisal, which of the
following formulae is applied?
(a) No. of comparison = N (N-1)
(b) No. of comparison = N (N-1)
(c) No. of comparison = N (N-1)
(d) No. of comparison = N (N-1)

20. Which of the following is not one of the modern methods of performance
appraisal?
(a) 3600 Technique
(b) Human resource accounting
(c) Descriptive evaluation
(d) BARS
21. Which of the following statements regarding MBO is not true?
(a) MBO has emerged as a reaction to the traditional management practices
(b) MBO has a special provision for mutual goal setting
(c) There is no special provision in MBO for appraising of progress by both the
appraiser and the appraisee.
(d) MBO is based on behavioural value of fundamental trust in the goodness of
human beings.
22. Which of the following methods that have not contributed to the weakening
the meaning of job as a well defined and clearly delineated set of
responsibilities?
(a) Flatter Organizations
(b) Work Teams
(c) Boundary less organizations
(d) Vertical organizations
23. Decision theory is typically pursued by researchers who identify themselves
as :
(a) Statisticians
(b) Economists
(c) Politicians
(d) Monks
24. Which of the following is not a type of Internet Job Board?
(a) Resume Blaster
(b) Professional Association
(c) Target Applicants
(d) Weighted Application Blanks
25. Which of the following is not an intangible requirement of a job?
(a) Initiative
(b) Self -confidence
(c) Physical Appearance
(d) Responsiveness

26. Which of the following is not one of the five stages of competency-based
interviews?
(a) Rapport Building
(b) Confirmation
(c) Core
(d) Defence
27. What percentage of Competency-based questions usually constitute an
interview (supplemented by other types of questions)?
(a) 40%
(b) 50%
(c) 70%
(d) 80%
28. Which of the following statement is not correct?
(a) A decision theory is falsified as a descriptive theory if a decision problem can
be found in which most human subjects perform in contradiction to
the theory.
(b) A decision theory is moderately falsified as a descriptive theory if a decision
problem can be found in which most human subjects perform in accordance with
the theory.
(c) A decision theory is weakly falsified as a normative theory if a decision
problem can be found in which an agent can perform in contradiction with the
theory without being irrational.
(d) A decision theory is strictly falsified as a normative theory if a decision
problem can be found in which an agent who performs in accordance with
the theory cannot be a rational agent.
29. Which, according to Simon, is not one of the phases in decision making?
(a) Designing
(b) Weaving
(c) Intelligence
(d) Choice
30. In which area FIRO-B does not measure your inter personal needs?
(a) Inclusion
(b) Exclusion
(c) Affection
(d) Control
31. Which of the following is not an alternative to recruitment?
(a) Overtime
(b) Outsourcing
(c) Inside Moonlighting
(d) Temporary employment

32. Which of the following is not a Big Five that describe behavioural traits that
may explain 75 per cent of an individuals personality?
(a) External appearance
(b) Extroversion
(c) Emotional stability
(d) Conscientiousness
33. Which of the following is not a type of validity (in the context of Selection
Criteria)?
(a) Content
(b) Phenomenon related
(c) Criterion-related
(d) Construct
34. Which of the following is not a type of interview?
(a) Situational interview
(b) Behavioural description interview
(c) Unstructured interview
(d) Diagonal interview
35. Which of the following is not a Cognitive Ability Test?
(a) Wechsler Adult Intelligence Scale
(b) OConnor and Tweezer Dexterity Test
(c) California Test of Mental Maturity (Adult Level)
(d) Wonderlic Personnel Test
36. Which of the following qualities of an individuals personality is not measured
by the Myers-Briggs Type indicator?
(a) Introversion/ Extroversion
(b) Sensing / Intuition
(c) Thinking / Feeling
(d) Arguing / Aggression
37. Some studies have not found strong support for:
(a) External consistency
(b) Construct validity
(c) Test-retest reliability
(d) Internal consistency
38. Briggs and Myers recognized that each of the cognitive functions cannot
operate in the external world of :
(a) Behaviour
(b) Action
(c) People

(d) Reward
39. TAT is not intended to evaluate a persons:
(a) Patterns of thought
(b) Attitudes
(c) Observational capacity
(d) Introversion
40. In the case of TAT, the subject is asked to tell the examiner a story about
each card that does not include:
(a) Event shown in the picture
(b) What has led upto it
(c) Merits and demerits of the event
(d) Outcome of event

1. B
2. D
3. B
4. C
5. B
6. C
7. D
8. A
9. B
10. B
11. C
12. D
13. C
14. B
15. A

16. B
17. A
18. D
19. B
20. B
21. A
22. C
23. B
24. C
25. C
26. A
27. A
28. A
29. A
30. D
31. A
32. B
33. C
34. D
35. B
36. A
37. A
38. C
39. D
40. B